Lead Better -Leaders Who Ask for Your Opinion But Really Don’t Want It
In this episode of Lead Better, Scott Baker and co‑host Mikey explore the toxic habit of leaders who solicit opinions without intending to listen, a behavior that erodes trust and stifles team creativity. They discuss how repeated instances create a slow credibility leak, leading team members to self‑censor and disengage, and they outline red flags for both leaders and employees to recognize this false openness. The conversation also highlights the difference between genuine curiosity—asking questions to truly learn—and asking questions merely to confirm a pre‑set agenda, offering practical tips for fostering authentic dialogue.
How to Disappoint People Without Demotivating Them
Leaders inevitably have to say no, but framing rejections with purpose preserves motivation. The article advises attaching a clear “why” to each denial, linking it to organizational priorities, fairness, or long‑term growth. Sample rewrites illustrate how to turn funding, promotion,...
Do You Weaken Your Endorsements Without Knowing It?
The article highlights how leaders unintentionally dilute their influence by using hedged language instead of firm endorsements. Phrases such as “I don’t disagree” or “It might be worth considering” lower perceived conviction and can make leaders appear evasive. Overreliance on...
How Smart Leaders Use Language to Create Clarity
Clarity is essential for high‑performing teams, acting as the oxygen that fuels execution. The article argues that leaders must translate their own understanding into consistent language, standardizing labels, titles, and terminology across the organization. Inconsistent wording creates hidden friction, slows...
Team Members Who Hide the Ball
Many ambitious employees conceal problems to protect their image and autonomy, giving leaders a distorted view of reality. This habit is reinforced when leaders reward only good news and rely on informal one‑on‑one updates. Implementing shared dashboards, regular team check‑ins,...
True Leaders Seek Honorable Closure
The article defines "Honorable Closure" as a leader‑driven approach to ending relationships, conflicts, or projects with dignity, respect, and integrity. It outlines four concrete actions: stating the desire for honorable closure, speaking truthfully about the reasons, owning one’s role, and...
Investing in Why People Stay Instead of Worrying About Why They Might Leave
Talent retention remains a top priority as competition for high‑performers intensifies. Rather than reacting to external offers with higher pay or titles, leaders should ask why their best people stay and double down on those drivers. The blog identifies four...
Lead Better - Investing in Why People Stay Instead of Worrying About Why They Might Leave
In this episode of Lead Better, Scott Baker and Barbara Deske discuss the strategy of investing in why employees stay rather than obsessing over why they might leave. They highlight that while compensation and role advancement are often cited reasons...
When You Change Your Mind, Let Everyone Know Why
Leaders often avoid publicly admitting a change of mind, fearing it signals weakness. New research shows that the most effective executives openly announce pivots, linking them to fresh evidence or better reasoning. By making the shift visible, they model humility...
Birdwatching to Stretch the Brain
Recent neurological research shows that activities requiring detailed visual identification—like birdwatching—can counteract age‑related brain shrinkage. By repeatedly distinguishing flora and fauna, participants build stronger neural pathways and increase cognitive reserve, a buffer against dementia. Brain scans of avid birdwatchers reveal...
Lead Better - Birdwatching to Stretch the Brain
In this episode of Lead Better, hosts Scott Baker and Mikey Ames explore a recent Journal of Neuroscience study that identifies birdwatching as a uniquely effective hobby for maintaining brain plasticity across the adult lifespan. They discuss how the activity’s...
Good Leaders Refuse to Take ‘Yes’ for an Answer
The post warns that teams often default to a quick “Yes” to avoid conflict, which can mask genuine disagreement and lead to flawed decisions. Good leaders counter this by interrogating affirmative responses, asking for rationale, risks, and specifics rather than...
Lead Better - Good Leaders Refuse to Take ‘Yes’ for an Answer
In this episode of Lead Better, Scott Baker and Mikey discuss the pitfalls of false agreement, using the Abilene paradox to illustrate how leaders and teams often accept a "yes" that masks hidden dissent. They explore why people say yes—to...
How Much Time Does It Take to Make a Great Decision?
The article outlines how the time a leader spends on a decision directly affects its quality. It categorizes decisions into low‑stakes, moderate‑consequence, and high‑stakes, recommending seconds‑to‑minutes, hours‑to‑days, and days‑to‑weeks respectively. Research shows that beyond a certain point, extra time leads...
Lead Better - How Much Time Does It Take to Make a Great Decision?
In this episode of Lead Better, hosts Scott Baker and Mikey explore how much time is appropriate for making great decisions, drawing on their Admired Leadership field note and a personal shoe‑repair anecdote. They break decisions into low, moderate, and...
Team Cultures Where Blame Is Common
The article warns that many teams unintentionally develop a blame‑centric culture, where the focus shifts from solving problems to pinpointing who is at fault. This mindset erodes trust, discourages risk‑taking, and leads to information hoarding that hampers decision‑making. Over time,...
Approaching a Situation You Haven’t Seen Before
Leaders inevitably face situations they have never encountered, from presenting to a board to managing a major layoff. The article argues that cautious instincts must give way to proactive learning, starting with consulting seasoned experts and defining success up front....
What Leaders Could Learn From the NFL Draft
The NFL draft illustrates how elite teams prioritize long‑term upside over immediate roster gaps. By selecting prospects who can peak in three years, they invest in development rather than short‑term fixes. This mindset translates to business, where leaders should assess...
Lead Better - What Leaders Could Learn From the NFL Draft
In this milestone 300th episode of Lead Better, hosts Scott Baker and Mikey explore what leaders can learn from the NFL Draft about assessing talent and potential. They discuss how teams use unconventional tests—like the honesty "$100 bill" playbook check...
A New High Water Mark Doesn’t Always Reflect True Progress
The article explains that a high water mark— the highest performance level reached— can signal genuine progress or merely a one‑off effort. It urges leaders to dissect how a peak was achieved, distinguishing skill‑based improvement from extra effort or luck....
What Leaders Can Learn From the Disney Hugs Rule
Disney’s character performers follow a “hugs rule” that requires them to hold a hug until the child lets go, ensuring the interaction is child‑led and emotionally safe. The article uses this practice as a metaphor for leadership, urging managers to...
Lead Better - What Leaders Can Learn From the Disney Hugs Rule
In this episode of Lead Better, Scott Baker and Mikey discuss Disney's "Hugs Rule," a practice where characters let a child end a hug on their own to preserve the magic of the moment. They explore how this principle translates...
Company Policies and Rules That Are Too Specific Can Replace Sound Judgment
General Motors CEO Mary Barra replaced a 10‑page dress code with the two‑word directive “Dress Appropriately,” demonstrating that broad guidelines can drive higher standards. She argues that overly specific policies cause employees to do the minimum required, while general principles...
Lead Better - Company Policies and Rules That Are Too Specific Can Replace Sound Judgment
In this episode of Lead Better, hosts Scott Baker and Mikey explore how overly specific company policies can stifle sound judgment, using Mary Barra’s decision to replace GM’s 10‑page dress code with the simple directive “dress appropriately” as a flagship...
Great Advocates Don’t Present Options
The post argues that great advocates must move beyond merely presenting multiple options and instead champion a single, well‑justified choice. While research shows that expanding option sets improves decision quality, it also dilutes persuasive power. Advocacy, unlike presentation, requires a...
Lead Better - Great Advocates Don’t Present Options
In this episode of Lead Better, hosts Scott Baker and Mikey explore Field Note #1771, "Great Advocates Don't Present Options," highlighting the distinction between presenting multiple choices and making a decisive, conviction‑driven recommendation. They discuss how leaders often blur the...
Reducing the Workforce Isn’t Always the Only Move
Disney’s newly appointed CEO announced a cut of 1,000 positions, echoing a broader industry trend of workforce reductions. The email to staff framed the layoffs as a move toward a more agile, technology‑enabled future. The article argues that trimming headcount...
Leaders Don’t Take ‘No’ as the Final Answer
The article argues that great leaders treat a "No" as a diagnostic signal rather than a final verdict. By probing the reasons behind rejection—whether it’s misunderstanding, timing, risk, or unclear value—leaders keep dialogue open and uncover actionable insights. This curiosity‑driven...
Organizations That Prioritize Good News
Leaders who constantly highlight wins can boost morale, but an over‑emphasis on good news often silences bad news. When teams fear negative feedback, critical issues are delayed or hidden, leading to poor decisions and larger problems. A healthy organization balances...
Lead Better - Organizations That Prioritize Good News
In this episode of Lead Better, Scott Baker and co‑host discuss the field note “Organizations That Prioritize Good News,” exploring how an over‑emphasis on positivity can create blind spots that keep leaders from hearing the truth. They highlight the difficulty...
What Is Your Learning Strategy?
Leaders approach new information either top‑down—seeking big‑picture frameworks first—or bottom‑up—starting with concrete details. Each style offers distinct strengths: top‑down learners build context quickly, while bottom‑up learners construct solid foundations. Most effective executives blend both, switching perspectives to deepen understanding. The...
Lead Better - Why People Confuse Dominance and Control With Leadership
In this episode of Lead Better, hosts Scott Baker and Mikey explore why people often mistake dominance and control for true leadership, using playground dynamics as a metaphor. They explain that while traits like decisiveness can stem from early dominance...
Consider Shrinking the Change
Leaders facing large organizational shifts can lower resistance by "shrinking" the change, making it feel smaller, safer, and immediately actionable. They do this by shortening the time horizon, limiting the number of simultaneous initiatives, and lowering the participation bar for...
Lead Better - Consider Shrinking the Change
In this episode of Lead Better, hosts Scott Baker and Mikey Friday explore why change triggers fear and resistance, likening it to animals stuck in familiar tracks. They introduce the "shrink the change" approach, which breaks large initiatives into small,...
Why Meetings Are Often Less Productive Than They Could Be
Many corporate meetings waste time because participants arrive without having thought through the issues. Even with clear agendas, on‑the‑fly thinking leads to shallow discussion and weak decisions. Research shows that pre‑meeting preparation—such as briefs, data reviews, or surveys—moves heavy cognitive...
Lead Better - Why Meetings Are Often Less Productive Than They Could Be
In this episode of Lead Better, hosts Scott Baker, Sierra Holland, and guest Mikey dissect why meetings often fall short of their potential and explore practical tactics to boost productivity. They highlight the low rates of pre‑read completion—under 50% generally...
Leaders Who Confuse Being Liked With Being Respected
Leaders often mistake being liked for being respected, conflating friendly rapport with authority. While likeability offers quick, visible feedback, respect is earned through consistent competence, fairness and decisive action. The article argues that effective leaders should prioritize respect, using it...
The Healthy Paranoia of Anticipating Change
Leaders must anticipate marketplace and technology shifts before they force costly restructurings. The article argues that a "healthy paranoia"—a constant, data‑driven vigilance—helps executives balance moving too fast, which creates chaos, against moving too slowly, which erodes market share. Strategic inflection...
Lead Better - The Healthy Paranoia of Anticipating Change
In this episode of Lead Better, Scott, Mikey, and guest Morgan Harper explore the concept of "healthy paranoia" as a leadership tool for anticipating change and spotting inflection points. Drawing on insights from Andy Grove’s "Only the Paranoid Survive" and...
The Positive and Negative Ways Leaders Apply Pressure
Leaders often resort to pressure to meet deadlines, but the manner in which they apply it can dramatically affect team performance. Negative pressure—constant fire drills, unrealistic expectations, and undifferentiated urgency—quickly erodes trust and actually diminishes urgency. In contrast, positive pressure...
Is There Anything Wrong With Having Worker Bees on My Team?
Many organizations rely on “worker bees”—employees who excel at repetitive, high‑volume tasks but show little ambition for advancement. While their reliability underpins daily operations, they often become costly as compensation rises and their skill set remains static. Leaders face a...
Doesn’t Get Along With Others
Leaders increasingly encounter high‑performers who undermine team cohesion through abrasive habits. Rather than labeling them as “difficult personalities,” effective managers target the specific behaviors that erode collaboration. The process begins with probing the employee’s self‑awareness, then resetting clear expectations for...
Transferring the Leadership Mantle to a Successor
Leadership transitions are inherently fragile, often exposing gaps between a departing leader’s identity and the team’s expectations. When predecessors linger, they can unintentionally undermine the successor’s authority, creating confusion and slowing momentum. Effective hand‑offs require the outgoing leader to withdraw...
Lead Better - Transferring the Leadership Mantle to a Successor
In this episode of Lead Better, hosts Scott and Mikey dissect Field Note #1758 on transferring leadership to a successor, exploring why letting go is so challenging across corporate, family, and community settings. They highlight how leaders often conflate their...
Leaders Who Empower a Surrogate to Speak for Them
The article argues that while delegation is essential for senior leaders to focus on strategy, it must be executed without turning lieutenants into mere mouthpieces. Empowered team members who own projects develop talent and drive results, whereas using a senior’s...
Lead Better - Leaders Who Empower a Surrogate to Speak for Them
In this episode of Lead Better, hosts Sierra and Scott explore the pitfalls of leaders delegating authority to surrogates without clear boundaries or context. Through anecdotes—like a student leader left in charge without peers knowing—and a deep dive into roles...
Giving One Last Chance to People Who Aren’t Making the Grade
The article argues that repeatedly extending a "last chance" to chronically underperforming employees rarely yields improvement. Effective leaders should frame any final opportunity as a single, time‑bound test with clearly defined milestones rather than a vague, all‑or‑nothing gamble. Involving the...
My Leader Only Gets Soundbites About My Performance
Team members often discover that senior leaders judge their performance based on fragmented, second‑hand soundbites rather than direct evidence. These simplified narratives can shape performance reviews, compensation decisions, and career trajectories. The article advises professionals to upgrade the signal by...
When It Comes to the Personal Decisions of Team Members, Leaders Share Experience, Not Advice
Leaders increasingly become confidants for team members facing personal decisions, from finances to health. Seasoned leaders avoid prescribing solutions, opting instead to share their own experiences. This approach provides context while leaving the employee to draw their own conclusions. By...
On Becoming a Leader Everyone Roots For
The piece argues that effective leaders gain lasting followership by consistently "going first"—trusting, respecting, showing vulnerability, and admitting mistakes before expecting the same from their teams. It outlines the myriad, often conflicting, demands placed on leaders and suggests that pre‑emptive...